A Critical Analysis of the Four-Role Model and the Subsequent Three-Legged Stool Version of the Model That Has Been Adopted By a Number of Organizations

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A Critical Analysis of the Four-Role Model and the Subsequent Three-Legged Stool Version of the Model That Has Been Adopted By a Number of Organizations

A Critical Analysis of the Four-Role Model and the Subsequent Three-Legged Stool Version of the Model That Has Been Adopted By a Number of Organizations

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Ever since the timely establishment of the four-role model and the subsequent three-legged stool model by the renowned academician, Dave Ulrich; there have been a lot of praise and criticisms alike from various human resource (HR) scholars. According to Wang and Niu (2010: 13), the four-role model and the three-legged stool model (which, essentially, is a branch of the four-role model) were established with the primary purpose of transforming the HR departments in companies which—at that time—were witnessing a lot of managerial problems.

There are several things that are outlined in the four-role model as well as the three-legged stool model. However, in brief, the following are the major components of these models. In his first writings on the four-role model, Ulrich (1997, 23) stated that in order for an organization’s HR department to become fully effective; it must ensure that it keenly considers four key issues. These are: its strategic partners, the change agents in the organization, the employee champion and its administrative experts.